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# Free Excel Student Template

Dear Student,

By using this Template, you hereby agree to the Copyright terms and
conditions. This Template should save you considerable time and allow for
your presentation to be more professional. Do not mistake this Template
for doing all of the work. Your assignment is to analyze and present
strategies for the next three years. You will still need to do the research and
enter key internal and external information into the Template. The
Template does not gather or prioritize information. It does however
assimilate information you enter in a professional way and does many
calculations for you once that critical information is entered. Best of luck,
with your project.

## INSTRUCTIONS FOR TEMPLATE

1
Please read all Template instructions below carefully before you start each
new section of this Template. Only type in the green boxes unless otherwise
noted. Please read the Read ME tab at the bottom of Excel before you start.

## INSTRUCTIONS FOR EXTERNAL AUDIT

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1.

To perform an External Audit, enter ten opportunities and ten threats. For
purposes of this Template, it is vital you have ten of each, no more, no less.

2.

After entering ten opportunities and ten threats, enter the weight you want
to assign to each factor. Be sure to check the bottom of the "Enter Weight
Below" column, to make sure your entire column sums is equal to 1.00

3.

## After entering in the weights, then enter in a corresponding rating in the

"Enter Rating Below" column. The coding scheme is provided below.
1 = "company's response to the external factor is poor"
2 = "company's response to the external factor is average"
3 = "company's response to the external factor is above average"
4 = "company's response to the external factor is superior"

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

1.
2.
3.
4.
5.
6.
7.

8.
9.
10.

## Instructions for Competitive Profile Matrix (CPM)

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1.

To perform the CPM, enter in twelve critical success factors. You may use
some of the ones listed below if you like but try to use ones that are more
pertinent to your company. For example, if your case is Delta Airlines,
having a) on time arrival b) extra fees c) frequent flyer points, etc may be
better choices than the canned ones below. For purposes of this Template, it
is vital you have twelve factors no more, no less.

2.

After entering in twelve critical success factors, enter in the weight you
want to assign each one. Be sure to check the bottom of the "Enter Weight
Below" column, to make sure your sum weight is equal to 1.00

3.

After entering in your weights, type the name of your company and two
other competitors in the corresponding boxes.

4.

After entering in the weights and identifying your company and two rival
firms, then enter in a corresponding rating in the "Enter Rating Below"
column for each organization. DO NOT ASSIGN THE COMPANIES THE
SAME RATING, TAKE A STAND, MAKE A CHOICE. The coding
scheme is provided below.

CPM Matrix
Advertising
Market Penetration
Brand

Global Expansion
R&D
Employee Dedication
Financial Profit
Customer Loyalty
Market Share
Product Quality
Top Management
Price Competitiveness

1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength"
4 = "major strength"

## INSTRUCTIONS FOR INTERNAL AUDIT

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1.
To perform an Internal Audit, enter in ten strengths and ten weaknesses For
purposes of this Template, it is vital you have ten of each, no more, no less.
2.

3.

After entering in ten strengths and ten weaknesses scroll down the page and
enter in the weight you want to assign each one. Be sure to check the
bottom of the "Enter Weight Below" column, to make sure your sum weight
is equal to 1.00
After entering in the weights, then enter in a corresponding rating in the
"Enter Rating Below" column. The coding scheme is provided below.
Reminder weaknesses must be 1 or 2 and strengths must be 3 or 4
1 = "major weaknesses"
2 = "minor weaknesses"
3 = "minor strength"
4 = "major strength"

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

1.
2.
3.
4.
5.
6.
7.
8.
9.

10.

## INSTRUCTIONS FOR COMPANY WORTH

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1.

2.

## To perform the company worth, enter in corresponding financial

information you are prompted for in the boxes to the right and press enter.
Everything is calculated automatically and posted into the matrix.
Hints are provided below on where to find any particular information. If
you wish to enter data for a competitor or a company you plan to acquire,
scroll over. If acquiring a competitor, this value would constitute a large
portion of your "amount needed" in the EPS/EBIT Analysis.

## Stockholders' Equity - Can be found near bottom of Balance Sheet. It

might be called total equity.
Net Income - Can be found on the Income Statement. It might be called net
earnings or net profits.
Share Price - Can be found on Yahoo Finance.
EPS - Can be found on Yahoo Finance.
Shares Outstanding - www.money.msn.com.

## INSTRUCTIONS FOR SWOT

1

Click on the SWOT Hyperlink to the right and add your SO,WO,ST, and WT Strategies.

## <ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

1.
The Template allows for a two, three, or a four division company. (If the
company has more than 4 divisions, combine the divisions with the least
amount of revenue and mention the adjustment to the class during your
presentation.) <You will have to read the Annual Report to find this
information> It is quite okay to do a BCG/IE for BOTH geographic and by
product revenues/profits. To develop BCG and IE matrices, Step 1: enter in
the corresponding profits you are prompted for in the boxes (for the
corresponding divisions) below. Also, change the division name to match
your case (The 2 division example is for domestic and international.) Pie
slices are automatically calculated and labeled. In the example profits were
500 million and 800 million. Do not put a M or B to signal million or
billion. If you can not find profit information, estimate this and explain to
the class during your presentation. At a bare minimum, have the
appropriately sized circles (even if you do not use pie slices). However, an
educated profit estimation is more prudent if divisional profits are not
reported.
2.
After finishing Step 1, click on the BCG hyperlink to the right (Step 2, once
there click on the pie slices. Here you can adjust the size of the circles
(which represent revenues). Move the "pies" into the quadrant you desire.
Don't worry about the "light green warning" when adjusting the pies.
3.

After finishing Step 2, click on the IE matrix link to the right. Then
perform the same tasks you performed for the BCG. Also, be sure to type
in your company name in the appropriate quadrant according to your IFE
and EFE scores. These may be found on the EFE-IFE tab at the bottom of
your Excel Spreadsheet. Don't worry about the "light green warning"
when adjusting the pies.

Profits

## INSTRUCTIONS FOR SPACE Matrix

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

1.

2.

Use five (and only five) factors for each Financial Position (FP), Stability
Position (SP), Competitive Position (CP), and Industry Position (IP).
Enter the five factors you wish to use each for FP, SP, CP, and IP and the
corresponding rating each factor should receive. You may use the factors
provided here, but try to determine key factors related to your company and
industry in the same manner you did with the CPM. The calculations are
done automatically and the rating scale is provided below

3.

Next click the SPACE Link to your right. There move the box to the plot
location derived from step two. These numbers will be located to the left of
the SPACE Matrix on the SPACE page. After moving the box to the
corresponding area, then click the arrow portion of the vector and move it
so the arrow goes though the box. Don't worry about the "light green
warning" when adjusting the box and vector

FP and IP
Positive 1 (worst) to Positive 7 (best)
CP and SP
Negative 1 (best) to Negative 7 (worst)
Financial Position (FP)
Return on Investment (ROI)
Leverage
Liquidity
Working Capital
Cash Flow
Industry Position (IP)
Growth Potential
Financial Stability
Ease of Entry into Market
Resource Utilization
Profit Potential

## Competitive Position (CP)

Market Share
Product Quality

Customer Loyalty
Technological know-how
Control over Suppliers and Distributors
Stability Position (SP)
Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market

## INSTRUCTIONS FOR GRAND Matrix

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1.

Type your company in the appropriate quadrant to the right. Click in the
remaining quadrants and press the space bar to avoid Excel placing a 0 in
those respective quadrants.
Grand Strategy Matrix

## INSTRUCTIONS FOR QSPM Matrix

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1.
To perform a QSPM, enter two strategies in the corresponding green boxes
below. These two strategies should be derived from your BCG, IE, SPACE,
GRAND, and SWOT. You will need to provide a recommendations section
on your own with the expected cost after performing the QSPM. These
recommendations and costs lead into the "amount needed" for the
EPS/EBIT Analysis. You may have multiple recommendations, including
both the ones used in the QSPM.
2.
After entering in your strategies, then rate each strategy based on the
strengths, weaknesses, opportunities, and threats (factors). Do not to rate
each strategy the same for a particular strength, weakness, opportunity, or
threat. (the exception is if you enter 0 you MUST enter 0 for the other. For
example, if one strategy deserves a rating of 4 and the other factor has
nothing to do with the strategy, just rate that factor a 1)

0 = Not applicable
1 = Not attractive
2 = Somewhat attractive
3 = Reasonably attractive
4 = Highly attractive
Opportunities
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

0
0
0
0
0
0
0
0
0
0

Threats
1.
2.
3.
4.

0
0
0
0

5.
6.
7.
8.
9.
10.

0
0
0
0
0
0

Strengths
1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Weaknesses

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

## INSTRUCTIONS FOR EPS - EBIT

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>
1.
To perform an EPS - EBIT Analysis, enter in the corresponding data in the
light green boxes to your right. Everything else is calculated automatically.
Including the EPS - EBIT Chart. The amount needed should be the total
cost of your recommendations. If you notice little to no change over stock
to debt financing on EPS, the total amount of your recommendations is
likely too low. Unless of course, you are recommending defensive strategies
were you are not acquiring substantial new capital.

EPS-EBIT Chart

Scroll down

## INSTRUCTIONS FOR Financial Charts

<ONLY ENTER DATA IN THE LIGHT GREEN BOXES>

1.
Enter the data in the cells below. You need to use the same years for your
company and competitor for the charts to be compared. If your company's
year end is (for example) in July 2009, and the competitors is in December
2008. It is not the end of the world, just enter the most recent data and tell
the class this when you present the charts. All data should be in millions.
2.

3.

Do not use the historical percent change method blindly for determining
the respective proforma year. The respective proforma year information
should be estimates based on the financial numbers from your
recommendations. The template only performs proforma data for your
company.
Scan the financial charts (click the blue link below) and select graphs that
reveal the most information. It is not expected nor a wise use of time to
discuss every graph.
Click Here to View Financial Graphs
Warning, do not change the information below, it will make all your charts wrong!
Apple
Revenue
Net Income
Assets
Liabilities
Cash
Goodwill + Intangibles
Inventory
Long Term Debt
Stockholders' Equity
Cost of Goods Sold
Current Assets
Current Liabilities
Accounts Receivable

IBM
Revenue
Net Income
Assets
Liabilities
Cash
Goodwill + Intangibles

Inventory
Long Term Debt
Stockholders' Equity
Cost of Goods Sold
Current Assets
Current Liabilities
Accounts Receivable

The ratios below are calculated for you automatically using the
equations given (there are slightly different ways to calculate the same
ratio.) You may cut and paste special this into your power point or you
may use the graphs that are also generated for you automatically. If
you are getting a number different from one published online for a
ratio, it is likely the online version used a different equation for the
ratios, rounding, a different year was used, or maybe you just entered
the data wrong (typo). The answers the template generates are 100%
accurate because they come straight from the data you entered off the
financial statements. Just make sure you are using the same equations
for your company and the competitor. For example. Debt/Equity can be
calculated Total Debt/Equity or Total Liabilities/Equity. They are both
correct and both called Debt/Equity but will generate quite different
numbers. If you are going to compare your company to a competitor,
make sure you are using the same equation for both (obviously, the
Template accomplishes this for you).

Current Ratio
Quick Ratio
Long Term Debt to Equity
Inventory Turnover
Total Assets Turnover
Accounts Receivable Turnover
Average Collection Period
Gross Profit Margin
Net Profit Margin
Return on Total Assets (ROA)
Return on Equity (ROE)
Click Here To View Financial Ratio Graphs
Current Ratio
Quick Ratio
Long Term Debt to Equity
Inventory Turnover
Total Assets Turnover
Accounts Receivable Turnover
Average Collection Period
Gross Profit Margin

=
=
=
=
=
=
=
=

## Net Profit Margin

Return on Total Assets (ROA)
Return on Equity (ROE)

=
=
=

Enter Weight
Below

Enter Rating
Below

0.05

0.06

0.04

0.04

0.10

0.08

0.03

0.09

0.04

0.05

Enter Weight
Below

Enter Rating
Below

0.05

0.08

0.04

0.03

0.04

0.04

0.03

EFE Matrix

0.03

0.07

0.01

1.00

Enter Rating
Below

Enter Weight
Below

Pascual

Unilab

0.06
0.04
0.06

2
3
3

4
4
4

0.10
0.17
0.07
0.08
0.06
0.08
0.09
0.12
0.07

2
4
4
3
3
3
4
4
4

1.00

Enter Weight
Below

Enter Rating
Below

3
4
3
4
3
4
3
3
4

0.10

0.06

0.05

0.02

0.05

0.07

0.06

0.10

0.09

0.01

Enter Weight
Below

Enter Rating
Below

0.10

0.02

0.07

0.04

0.06

0.03

0.03

0.04

IFE Matrix

WT Strategies.

1.00

Stockholders'
Equity

Net Income

Share Price

EPS

Company Worth

Shares
Outstanding

## Click Here to View SWOT

BCG Matrix

IE Matrix

2 Division Company

3 Division Company

Domestic

International

Men

Space Matrix

Ratings
5
3
4
6
4

6
5
4
5
6

Ratings
-3
-2

-3
-1
-4

-7
-1
-5
-5
-4

Quadrant 1

QSPM

Quadrant 2

Quadrant 3

Quadrant 4

Strategy One

Strategy Two

AS Ratings

AS Ratings

AS Ratings

AS Ratings

AS Ratings

AS Ratings

AS Ratings

AS Ratings

EBIT
Recession

Normal

Boom

\$2,000

\$2,001

\$4,000

Amounted Needed

Interest Rate
(decimal form)

\$500

0.05

form)

Current Shares
Outstanding

0.30

500

Share Price

New Shares
Outstanding

Debt Financing
Percent

Stock Financing
Percent

0.80

0.20

## DO NOT ENTER DATA IN "NEW SHARES

OUTSTANDING" BOX. THIS IS DONE FOR YOU.
\$65.00

508

Your Company
Apple
Historical Year 1
1990
\$1
\$2
\$3
\$4
\$5
\$6
\$7
\$8
\$9
\$11
\$22
\$33
\$44

Historical Year 1
1990
\$2
\$3
\$4
\$5
\$6
\$7

Top Competitor
IBM
Historical Year 2 Historical Year 3 Proforma Year 1
1991
\$1
\$2
\$3
\$4
\$5
\$6
\$7
\$8
\$9
\$11
\$22
\$33
\$44

1992
\$1
\$2
\$3
\$4
\$5
\$6
\$7
\$8
\$9
\$11
\$22
\$33
\$44

1991
\$2
\$3
\$4
\$5
\$6
\$7

1992
\$2
\$3
\$4
\$5
\$6
\$7

1993
\$1
\$2
\$3
\$4
\$5
\$6
\$7
\$8
\$9
\$11
\$22
\$33
\$44

Proforma Year 2

Proforma Year 3

1994
\$1
\$2
\$3
\$4
\$5
\$6
\$7
\$8
\$9
\$11
\$22
\$33
\$44

1995
\$1
\$2
\$3
\$4
\$5
\$6
\$7
\$8
\$9
\$11
\$22
\$33
\$44

\$8
\$9
\$11
\$22
\$33
\$44
\$55

\$8
\$9
\$11
\$22
\$33
\$44
\$55

1990
0.7
0.5
0.9
0.1
0.3
0.0
16060.0
-10.0
2.0
0.7
0.2

1991
0.7
0.5
0.9
0.1
0.3
0.0
16060.0
-10.0
2.0
0.7
0.2

\$8
\$9
\$11
\$22
\$33
\$44
\$55

Apple
1992
1993
0.7
0.7
0.5
0.5
0.9
0.9
0.1
0.1
0.3
0.3
0.0
0.0
16060.0
16060.0
-10.0
-10.0
2.0
2.0
0.7
0.7
0.2
0.2

## Current Assets / Current Liabilities

(Current Assets - Inventory) / Current Liabilities
Long Term Debt / Equity
Sales / Inventory
Sales / Total Assets
Sales / Accounts Receivable
Accounts Receivable / (Sales/365)
(Sales - Cost of Goods Sold) / Sales

1994
0.7
0.5
0.9
0.1
0.3
0.0
16060.0
-10.0
2.0
0.7
0.2

1995
0.7
0.5
0.9
0.1
0.3
0.0
16060.0
-10.0
2.0
0.7
0.2

## Net Income / Sales

Net Income / Total Assets
Net Income / Stockholders Equity

Enter Rating
Below

Pfizer
3
4
4

4
3
3
3
3
3
3
3
3

## Top competitor or who you wish to acquire.

Stockholders'
Equity

Net Income

Share Price

EPS

Shares
Outstanding

3 Division Company

4 Division Compa

Women

Children

North America

South America

1.0

## DATA IN "NEW SHARES

. THIS IS DONE FOR YOU.

1990
0.8
0.6
0.8
0.3
0.5
0.0
10037.5
-10.0
1.5
0.8
0.3

IBM
1991
0.8
0.6
0.8
0.3
0.5
0.0
10037.5
-10.0
1.5
0.8
0.3

1992
0.8
0.6
0.8
0.3
0.5
0.0
10037.5
-10.0
1.5
0.8
0.3

4 Division Company
Asia

Europe

Thissheetisprotected
CompetitiveProfileMatrix(CPM)
Pascual
CriticalSuccessFactors

Unilab

Pfizer

## Weight Rating Score Rating Score Rating Score

Advertising
MarketPenetration
Brand
GlobalExpansion
R&D
EmployeeDedication
FinancialProfit
CustomerLoyalty
MarketShare
ProductQuality
TopManagement
PriceCompetitiveness

0.06
0.04
0.06
0.10
0.17
0.07
0.08
0.06
0.08
0.09
0.12
0.07

Totals

1.00

2
3
3
2
4
4
3
3
3
4
4
4

0.12
0.12
0.18
0.20
0.68
0.28
0.24
0.18
0.24
0.36
0.48
0.28

3.36

4
4
4
3
4
3
4
3
4
3
3
4

0.24
0.16
0.24
0.30
0.68
0.21
0.32
0.18
0.32
0.27
0.36
0.28

3.56

3
4
4
4
3
3
3
3
3
3
3
3

0.18
0.16
0.24
0.40
0.51
0.21
0.24
0.18
0.24
0.27
0.36
0.21

3.20

Return to Start

Donotenteranydataonthispage.Ifdataismissing
here,recheckthe"START"page..Thispageisnot
protectedsobecareful.

Ifyourtextisnotshowinghighlightit(becarefulnottoclick),usethetextwrapoptionunderthe"home"TabonExcel2007.Youma

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

1.
2.
3.
4.

ExternalFactorEvaluationMatrix(EFE)
Opportunities
0
0
0
0
0
0
0
0
0
0

0.05
4
0.20
0.06
4
0.24
0.04
4
0.16
0.04
4
0.16
0.10
3
0.30
0.08
2
0.16
0.03
3
0.09
0.09
2
0.18
0.04
3
0.12
0.05
2
0.10

Threats
0
0
0

## Weight Rating WeightedScore

0.05
2
0.10
0.08
1
0.08
0.04
3
0.12

0.03

0.03

5. 0
6. 0

0.04

0.04

0.04

0.04

0.03
0.03
0.07
0.01
1.00

1
2
2
3

0.03
0.06
0.14
0.03
2.38

7.
8.
9.
10.

1.
2.
3.
4.
5.

0
0
0
0
TOTALS

InternalFactorEvaluationMatrix(IFE)
Strengths
0
0
0
0
0

0.10
4
0.40
0.06
4
0.24
0.05
4
0.20
0.02
3
0.06
0.05
3
0.15

6.
7.
8.
9.
10.

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

0
0
0
0

0.07
0.06
0.10
0.09

3
3
4
4

0.21
0.18
0.40
0.36

0.01

0.03

Weaknesses
0
0
0
0
0
0
0
0
0
0
TOTALS

## Weight Rating WeightedScore

0.10
1
0.10
0.02
2
0.04
0.07
1
0.07
0.04
2
0.08
0.06
1
0.06
0.03
2
0.06
0.03
2
0.06
0.04
1
0.04
0.00
0
0.00
0.00
0
0.00
1.00
2.74

rthe"home"TabonExcel2007.Youmayhavetoclickitthreetimes.Thenexpandtherowswithyourmouseifneeded.

Return to Start

Return to Start

eifneeded.

Thissheetisprotected
Return to Start

CompanyWorthAnalysis
Stockholders'Equity
NetIncomex5
(SharePrice/EPS)xNetIncome
NumberofSharesOutstandingxSharePrice

\$0
\$0
#DIV/0!
\$0

MethodAverage

#DIV/0!

CompetitorInformationBelow

CompanyWorthAnalysis
Stockholders'Equity
NetIncomex5
(SharePrice/EPS)xNetIncome
NumberofSharesOutstandingxSharePrice

\$0
\$0
#DIV/0!
\$0

MethodAverage

#DIV/0!

## Scroll down for 3 and 4 division BCG

Don'tworryabouttheaxisspacinghere.ThiswilllookperfectinWordandPowerPoint.

High+20

Industry
Sales
Growth
Medium 0
Rate
(Percentage)

RelativeMarketSharePosition
HighMedium
1.0.50
Star

CashCow

Low

-20

High+20

Industry
Sales
Growth
Medium 0
Rate
(Percentage)

RelativeMarketSharePosition
HighMedium
1.0.50
Star

CashCow

Low

-20

High+20

Industry
Sales
Growth

Medium 0

RelativeMarketSharePosition
HighMedium
1.0.50
Star

CashCow

Rate
(Percentage)

Low

-20

Return to START

## own for 3 and 4 division BCG

here.ThiswilllookperfectinWordandPowerPoint.

lativeMarketSharePosition
MediumL
.50
QuestionMark

<Don'ttypeintheredboxesbelow,thissheetisnotprotectedso

Profits

Dog

Domestic
Domestic
International

0
0

International
International
Domestic

0
0

lativeMarketSharePosition
MediumL
.50
QuestionMark

Men
Profit
Remaning Profits

Women
Profit
Remaning Profits
Dog
Children
Profit
Remaning Profits

lativeMarketSharePosition
MediumL
.50
QuestionMark

North America
Profit
Remaning Profits

South America
Profit
Remaning Profits
Dog

Asia
Profit
Remaning Profits

Europe
Profit
Remaning Profits

ssheetisnotprotectedsobecareful>

0
0

0
0

0
0

0
0

0
0

0
0

0
0

## scroll down for 3 and 4 division I

Don'tworryaboutaxisspacinghere.ThiswilllookperfectinWordandPowerPoint.
<Thissheetisnotprotectedsobecareful>
Return to START

TheTotalIFEWeightedScores
StrongAverageWeak
4.0to3.02.99to2.01.99to1.0
I
II
4.0

High

3.0

IV

VII

VIII

The
EFE
Total
Medium
Weighted
Scores

2.0

Low

1.0

TheTotalIFEWeightedScores
StrongAverageWeak
4.0to3.02.99to2.01.99to1.0
I
II
4.0

High

3.0

IV

VII

VIII

The
EFE
Total
Medium
Weighted
Scores

2.0

Low

1.0

TheTotalIFEWeightedScores
StrongAverageWeak

4.0

4.0to3.02.99to2.01.99to1.0
I
II

High

3.0

IV

VII

VIII

The
EFE
Total
Medium
Weighted
Scores

2.0

Low

1.0

## scroll down for 3 and 4 division IE

lookperfectinWordandPowerPoint.

htedScores

Weak
2.01.99to1.0
III

VI

IX

htedScores

Weak
2.01.99to1.0
III

VI

IX

htedScores

Weak

2.01.99to1.0
III

VI

IX

<DoNotTypeInTheRedBoxesBelow>IFtheyareBlankClickTheLinkBelow.Thispageisnotprotected,soyoucanreallymess
Move the Arrow and the box with your mouse.
FP

Conservative

Aggressive

7
6
5
4
3
2
1
CP

1
2
3
4
5
6
7

Defensive

Internal Analysis:
Financial Position (FP)
Return on Investment (ROI)
Leverage
Liquidity
Working Capital
Cash Flow
Financial Position (FP) Average

SP

5
3
4
6
4
4.4

Competitive

External Analysis:
Stability Position (SP)
Rate of Inflation
Technological Changes
Price Elasticity of Demand
Competitive Pressure
Barriers to Entry into Market
Stability Position (SP) Average

Internal Analysis:
Competitive Position (CP)
Market Share
Product Quality
Customer Loyalty
Technological know-how
Control over Suppliers and Distributors
Competitive Position (CP) Average

-3
-2
-3
-1
-4

External Analysis:
Industry Position (IP)
Growth Potential
Financial Stability
Ease of Entry into Market
Resource Utilization
Profit Potential

## -2.6 Industry Position (IP) Average

protected,soyoucanreallymessuptheinfointheredboxes.Thispagemustbeleftunprotectedsoyoucanmovethevectorandbox.

Return to Start

Aggressive

IP

ompetitive

rket
Average

-7
-1
-5
-5
-4
-4.4

X-axis
Y-axis

2.6
0.0

6
5
4
5
6
5.2

canmovethevectorandbox.

## This page is protected.

RapidMarketGrowth
QuadrantII

QuadrantI

0
0

Weak
Competitive
Position

0
0

QuadrantIII

QuadrantIV
SlowMarketGrowth

Return to Start

QuadrantI

Strong
Competitive
Position

QuadrantIV

Ifyourtextisnotshowinghighlightit(becarefulnottoclick),usethetextwrapoptionunderthe"home"TabonExcel200

## Click here to Retur

0
1.
2.
3.
4.

Opportunities
0
0
0
0

5. 0
6. 0
7.
8.
9.
10.

0
0
0
0
Threats

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

0
0
0
0
0
0
0
0
0
0

Weight
0.05
0.06
0.04
0.04
0.10

AS
1
1
1
1
1

TAS
0.05
0.06
0.04
0.04
0.10

AS
2
2
2
2
2

TAS
0.10
0.12
0.08
0.08
0.20

0.08

0.08

0.16

0.03
0.09
0.04
0.05

1
1
1
1

0.03
0.09
0.04
0.05

2
2
2
2

0.06
0.18
0.08
0.10

Weight
0.05
0.08
0.04
0.03
0.04
0.04
0.03
0.03
0.07
0.01

AS
3
3
3
3
3
3
3
3
3
3

TAS
0.15
0.24
0.12
0.09
0.12
0.12
0.09
0.09
0.21
0.03

AS
4
4
4
4
4
4
4
4
4
4

TAS
0.20
0.32
0.16
0.12
0.16
0.16
0.12
0.12
0.28
0.04

scrolldown

0
Strengths
1. 0
2. 0
3. 0

Weight
0.10
0.06
0.05

AS
3
3
3

0
TAS
0.30
0.18
0.15

AS
2
2
2

TAS
0.20
0.12
0.10

4.
5.
6.
7.
8.
9.
10.

0
0
0
0
0
0
0

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Weaknesses
0
0
0
0
0
0
0
0
0
0

TOTALS

0.02
0.05
0.07
0.06
0.10
0.09
0.01

3
3
3
3
3
3
3

0.06
0.15
0.21
0.18
0.30
0.27
0.03

2
2
2
2
2
2
2

0.04
0.10
0.14
0.12
0.20
0.18
0.02

Weight
0.10
0.02
0.07
0.04
0.06
0.03
0.03
0.04
0.00
0.00

AS
0
3
3
0
0
0
0
0
0
2

TAS
0.00
0.06
0.21
0.00
0.00
0.00
0.00
0.00
0.00
0.00

AS
0
0
0
2
2
2
2
2
2
2

TAS
0.00
0.00
0.00
0.08
0.12
0.06
0.06
0.08
0.00
0.00

3.94

4.46

derthe"home"TabonExcel2007.Youmayhavetoclickitthreetimes.Thenexpandtherowswithyourmouseifneeded.

SO Strategies
1
2
3
4
ST Strategies
1
2
3
4
WO Strategies
1
2
3
4
WT Strategies
1
2
3
4

This page

## This page is protected.

EBIT
Interest
EBT
Taxes
EAT
#Shares
EPS

CommonStockFinancing
Recession
Normal
\$2,000
\$2,001
0
0
2,000
2,001
600
600
1,400
1,401
508
508
2.76
2.76

EBIT
Interest
EBT
Taxes
EAT
#Shares
EPS

20 PercentStock
Recession
Normal
\$2,000
\$2,001
20
20
1,980
1,981
594
594
1,386
1,387
502
502
2.76
2.76

DebtFinancing
Normal
\$2,001
25
1,976
593
1,383
500
2.77

Boom
\$4,000
0
4,000
1,200
2,800
508
5.52

Recession
\$2,000
25
1,975
593
1,383
500
2.77

Boom
\$4,000
20
3,980
1,194
2,786
502
5.55

80 PercentStock
Recession
Normal
\$2,000
\$2,001
5
5
1,995
1,996
599
599
1,397
1,397
506
506
2.76
2.76

Boom
\$4,000
25
3,975
1,193
2,783
500
5.57

Boom
\$4,000
5
3,995
1,199
2,797
506
5.53

## Click here to Return to Start

EPS-EBIT Graph
6.00
5.00
4.00
3.00
2.00
1.00
0.00
\$2,000

\$2,001
Common Stock Financing

\$4,000
Debt Financing

Reve

\$3

\$3

\$2

\$2

\$2

\$2

\$1

\$1

\$1

\$1

\$0

1990

1991

1992
Apple

1993

1994

1995

\$0
1990

IBM

Net Inc

\$4

\$4

\$3

\$3

\$3

\$3

\$2

\$2

\$2

\$2

\$1

\$1

\$1

\$1

\$0

1990

1991

1992
Apple

1993

1994

1995

\$0
1990

1990

1991

1992
Apple

1991

IBM

\$5
\$4
\$4
\$3
\$3
\$2
\$2
\$1
\$1
\$0

1991

1993
IBM

1994

Asse

1995

\$5
\$4
\$4
\$3
\$3
\$2
\$2
\$1
\$1
\$0
1990

1991

\$1
\$1
\$0

1990

1991

1992
Apple

1993

1994

1995

\$1
\$1
\$0
1990

IBM

Liabil

\$6

\$6

\$5

\$5

\$4

\$4

\$3

\$3

\$2

\$2

\$1

\$1

\$0

1990

1991

1992
Apple

1993

1994

1995

\$0
1990

1990

1991

1992
Apple

1991

IBM

\$6
\$6
\$6
\$6
\$5
\$5
\$5
\$5
\$5
\$4

1991

1993

1994

Ca

1995

\$6
\$6
\$6
\$6
\$5
\$5
\$5
\$5
\$5
\$4
1990

1991

IBM

Goodwill + I

\$7
\$7
\$7
\$7
\$6
\$6
\$6
\$6
\$6
\$5

\$7
\$7
\$7
\$7
\$6
\$6
\$6
\$6
\$6
\$5
1990

1990

1991

1992
Apple

1993
IBM

1994

1995

1991

\$6
\$6
\$6
\$6
\$5

1990

1991

1992
Apple

1993

1994

1995

\$6
\$6
\$6
\$6
\$5
1990

\$8
\$8
\$8
\$8
\$7
\$7
\$7
\$7
\$7
\$6

1990

1991

1992
Apple

1993

1994

Inven

1995

\$8
\$8
\$8
\$8
\$7
\$7
\$7
\$7
\$7
\$6
1990

1990

1991

1992
Apple

1993

1994

1995

Long Ter
\$9
\$9
\$9
\$9
\$8
\$8
\$8
\$8
\$8
\$7
1990

1991

IBM

\$12

Stockholde
\$12

\$10

\$10

\$8

\$8

\$6

\$6

\$4

\$4

\$2
\$0

1991

IBM

\$9
\$9
\$9
\$9
\$8
\$8
\$8
\$8
\$8
\$7

1991

IBM

\$2
1990

1991

1992
Apple

1993
IBM

1994

1995

\$0
1990

1991

\$6

\$6

\$4

\$4

\$2
\$0

\$2
1990

1991

1992
Apple

1993

1994

1995

\$0
1990

Cost of Go

\$25

\$25

\$20

\$20

\$15

\$15

\$10

\$10

\$5

\$5

\$0

1990

1991

1992
Apple

1993

1994

1995

\$0
1990

Current

\$35

\$35

\$30

\$30

\$25

\$25

\$20

\$20

\$15

\$15

\$10

\$10

\$5

\$5
1990

1991

1992
Apple

1993

1994

1995

\$0
1990

Current L

\$50

\$50

\$40

\$40

\$30

\$30

\$20

\$20

\$10

\$10
1990

1991

1992
Apple

1991

IBM

\$0

1991

IBM

\$0

1991

IBM

1993
IBM

1994

1995

\$0
1990

1991

\$30

\$30

\$20

\$20

\$10

\$10

\$0

1990

1991

1992
Apple

1993

1994

1995

\$0
1990

IBM

Accounts R

\$60

\$60

\$50

\$50

\$40

\$40

\$30

\$30

\$20

\$20

\$10

\$10

\$0

1990

1991

1992
Apple

1991

1993
IBM

1994

1995

\$0
1990

1991

\$3
\$2

\$2
\$1
\$1
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$4
\$3
\$3
\$2
\$2
\$1
\$1
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$5
\$4
\$4
\$3
\$3
\$2
\$2
\$1
\$1
\$0
1990

1991

1992
Apple

1993
IBM

1994

1995

\$1
\$1
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$6
\$5
\$4
\$3
\$2
\$1
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$6
\$6
\$6
\$6
\$5
\$5
\$5
\$5
\$5
\$4
1990

1991

1992
Apple

1993

1994

1995

IBM

\$7
\$7
\$7
\$7
\$6
\$6
\$6
\$6
\$6
\$5
1990

1991

1992
Apple

1993
IBM

1994

1995

\$6
\$6
\$6
\$6
\$5
1990

1991

1992
Apple

1993

1994

1995

IBM

\$8
\$8
\$8
\$8
\$7
\$7
\$7
\$7
\$7
\$6
1990

1991

1992
Apple

1993

1994

1995

IBM

\$9
\$9
\$9
\$9
\$8
\$8
\$8
\$8
\$8
\$7
1990

1991

1992
Apple

1993

1994

1995

IBM

\$12
\$10
\$8
\$6
\$4
\$2
\$0
1990

1991

1992
Apple

1993
IBM

1994

1995

\$6
\$4
\$2
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$25
\$20
\$15
\$10
\$5
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$35
\$30
\$25
\$20
\$15
\$10
\$5
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$50
\$40
\$30
\$20
\$10
\$0
1990

1991

1992

1993

1994

1995

\$30
\$20
\$10
\$0
1990

1991

1992
Apple

1993

1994

1995

IBM

\$60
\$50
\$40
\$30
\$20
\$10
\$0
1990

1991

1992
Apple

1993
IBM

1994

1995

to Start Page

Current Ratio
0.8

0.6

0.7

0.5

0.7

0.4

0.7

0.3

0.7

0.2

0.7

0.1

0.6
0.6
1990

1991

1992
Apple

1993

1994

1995

0.0
1990

IBM

Invent

0.9

0.3

0.9

0.3

0.9

0.2

0.8

0.2

0.8

0.1

0.8

0.1

0.8
1990

1991

1992
Apple

1993

1994

1995

0.0
1990

1991

IBM

Accounts Re

0.6

0.0

0.5

0.0

0.4

0.0

0.0

0.3

0.0
0.0

0.2

0.0

0.1
0.0
1990

1991

0.0
1991

1992
Apple

1993
IBM

1994

1995

0.0
1990

1991

0.0
0.3

0.0

0.2

0.0

0.1

0.0

0.0

0.0
1990

1991

1992
Apple

1993

1994

1995

0.0
1990

IBM

18000.0
16000.0
14000.0
12000.0
10000.0
8000.0
6000.0
4000.0
2000.0
0.0
1990

1991

Gross P
0.0
1990
-2.0

1991

-4.0
-6.0
-8.0
-10.0
1991

1992

1993

Apple

IBM

1994

1995

-12.0

2.5

0.8
0.7

2.0

0.7

1.5

0.7

1.0

0.7
0.7

0.5
0.0
1990

0.6
1991

1992
Apple

ROE
0.3
0.3
0.2
0.2
0.1
0.1

1993
IBM

1994

1995

0.6
1990

1991

0.3
0.3
0.2
0.2
0.1
0.1
0.0
1990

1991

1992
Apple

1993
IBM

1994

1995

Quick Ratio
0.6
0.5
0.4
0.3
0.2
0.1
0.0
1990

1991

1992
Apple

1993

1994

1995

IBM

0.3
0.3
0.2
0.2
0.1
0.1
0.0
1990

1991

1992
Apple

1993

1994

1995

IBM

0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
1990

1991

1992
Apple

1993
IBM

1994

1995

0.0
0.0
0.0
0.0
0.0
0.0
1990

1991

1992
Apple

1993

1994

1995

IBM

0.0
1990
-2.0

1991

1992

1993

1994

1995

1994

1995

-4.0
-6.0
-8.0
-10.0
-12.0
Apple

IBM

ROA
0.8
0.7
0.7
0.7
0.7
0.7
0.6
0.6
1990

1991

1992
Apple

1993
IBM